The Pransky interview: Dr Gary Guthart, chief executive officer, Intuitive

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joanne Pransky
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Large Scale ◽  
Industrial Robot ◽  
Chief Executive ◽  
Lessons Learned ◽  
Content Type ◽  
Chief Operating Officer ◽  
California Institute Of Technology ◽  
The Board Of Directors

Purpose The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry turned successful business leader, regarding the commercialization and challenges of bringing technological inventions to market while overseeing a company. This paper aims to discuss these issues. Design/methodology/approach The interviewee is Dr Gary Guthart, Chief Executive Officer (CEO) at Intuitive Surgical, Inc., and a member of the Board of Directors, both roles he has held since 2010. Guthart discusses his journey to becoming the CEO and also shares some of his lessons learned and challenges faced. Findings Guthart received a bachelor’s degree in engineering physics from California, Berkeley. He earned an MS and a PhD in engineering from the California Institute of Technology. Guthart’s first scientific experience came early in his career in a Human Factors Lab at NASA, supporting a team studying human performance assessment of pilots. Guthart was then part of the core team developing foundational technology for computer-enhanced surgery at SRI International. While at SRI, he also developed algorithms for vibration and acoustic control of large-scale systems. Guthart joined Intuitive Surgical as part of the first engineering team in 1996 as a Control Systems Analyst. He was promoted to Vice President of Engineering in 2002 and was appointed President and Chief Operating Officer in 2008. Originality/value Under Dr Gary Guthart’s leadership and his more than 25 years of medical technology, engineering, scientific and management experience, Intuitive Surgical, Inc., the world’s most successful medical robotics company, has grown to: more than 8,000 employees; nearly 6,000 da Vinci systems sold; more than 8.5 million procedures performed and an increase in stock (NASDAQ: ISRG) of more than 600%. Guthart is also on the Board of Directors for Illumina, Inc., and a member of the Board of Directors for the Silicon Leadership Group.

4 SIAC Corporate Structure

2018 ◽  
Author(s):  
Choong John
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
International Arbitration ◽  
Corporate Structure ◽  
The Board Of Directors

This chapter discusses the corporate structure of the Singapore International Arbitration Centre (SIAC). The SIAC administers arbitrations for which it is responsible by appointing arbitrators, managing the financial and practical aspects of cases, carrying out supervisory functions entrusted by the SIAC Rules, and scrutinizing and issuing awards. It performs these roles through the following organs: (a) the board of directors, which is under the supervision of a chairman; (b) the SIAC Court, which is led by a president; (c) the chief executive officer; and (d) the secretariat, which includes the registrar. In addition, the SIAC has three overseas liaison offices which do not administer cases but promote the SIAC as an arbitral institution.

The Role of the Chairman at Meetings of Directors

2020 ◽  
Author(s):  
Leslie Kosmin ◽  
Catherine Roberts
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Board Meeting ◽  
Timely Manner ◽  
Management Decisions ◽  
The Board Of Directors ◽  
Important Position ◽  
A Company

It is usual for a valid board meeting to be chaired by one of the directors who will act as the chairman of the board. The chairman is the person who has control of the conduct of the meeting. The person who occupies the position of chairman of the board of directors holds an important position in the hierarchy of a company. It is the responsibility of the chairman to manage the board meeting and, in consultation with the chief executive officer and the company secretary, to set the agenda for board meetings. In managing a board meeting a chairman must ensure that all members of the board receive accurate and proper information in a timely manner so as to enable them to take informed management decisions.

4 SIAC Corporate Structure

2014 ◽  
Author(s):  
Mangan Mark ◽  
Reed Lucy ◽  
Choong John
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Business Development ◽  
International Arbitration ◽  
Corporate Structure ◽  
Business Executives ◽  
The Board Of Directors

This chapter discusses the corporate structure of the Singapore International Arbitration Centre (SIAC), which is composed of the Board of Directors, the Court of Arbitration of the SIAC, the Chief Executive Officer (CEO), and the secretariat. The Board constitutes lawyers and business executives. They had quasi-judicial functions under the 2010 SIAC Rules. The SIAC Court includes leading arbitration specialists from different countries. It oversees the work of the SIAC Secretariat and performs certain quasi-judicial functions previously performed by the SIAC Chairman and Committees of the Board. The CEO is responsible for the overall management and operations of SIAC, such as business development and marketing functions. The Secretariat is responsible for the day-to-day administration of disputes referred to SIAC, as well as the organization's business development.

Governance and Administration

2019 ◽  
pp. 108-129
Author(s):  
Stephen J. Fichter ◽  
Thomas P. Gaunt ◽  
Catherine Hoegeman ◽  
Paul M. Perl
Keyword(s):  
Decision Making ◽  
Board Of Directors ◽  
Chief Executive Officer ◽  
Final Section ◽  
Nonprofit Organization ◽  
Chief Executive ◽  
Safe Environment ◽  
Pastoral Planning ◽  
The Board Of Directors ◽  
Planning Processes

This chapter takes the perspective of the diocese as an organization and the bishop as the leader and administrator of that organization. In business terms the bishop would be the chief executive officer. A diocese is perhaps more comparable to a nonprofit organization, where the CEO is the administrator and the board of directors are responsible for governance and mission. However, in the case of the diocese, the bishop is responsible for both the administration and governance. The chapter uses data from the survey and interviews, as well as reviews of diocesan websites to examine different aspects of the bishop’s role as an administrator of the diocese. First, it explores a key decision-making area by reviewing different strategies bishops use to staff parishes when there are not enough priests. Second is a review of diocesan strategic and pastoral planning processes. The final section discusses diocesan level policies, including safe environment and protection of children.

scholarly journals Control and risk of CEO compensation.

2008 ◽  
Vol 6 (2) ◽  
pp. 372-381
Author(s):  
María Dolores Álvarez-Pérez ◽  
Edelmira Neira Fontela ◽  
Carmen Castro Casal
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Competitive Strategy ◽  
Ceo Compensation ◽  
Personal Characteristics ◽  
Chief Executive ◽  
Compensation Package ◽  
The Board Of Directors ◽  
Level Of Risk

This study analyses the influence of various characteristics of the Board of Directors on the control and risk of the compensation of the Chief Executive Officer (CEO). It also examines the effect on these variables of some of the CEO personal characteristics and of various contingencies of the firm. The results reveal that control of the CEO compensation is determined fundamentally by the CEO participation in the capital of the firm, while the level of risk of the CEO compensation package is higher when the firm is diversified and implements a proactive competitive strategy.

scholarly journals CEO duality and firm performance: the moderating roles of CEO informal power and board involvements

2019 ◽  
Vol 16 (8) ◽  
pp. 1453-1474
Author(s):  
Chaminda Wijethilake ◽  
Athula Ekanayake
Keyword(s):  
Firm Performance ◽  
Sri Lanka ◽  
Board Of Directors ◽  
Large Scale ◽  
Resource Dependence ◽  
Listed Companies ◽  
Resource Dependence Theory ◽  
Ceo Duality ◽  
Content Type ◽  
The Board Of Directors

Purpose This study aims to draw on the resource dependence theory to synthesize the conflicting arguments as well as commonalities of the agency and stewardship perspectives on the relationship between CEO duality and firm performance. Design/methodology/approach Multiple regression analysis is used to analyze the data collected from a sample of 212 large-scale publicly listed companies representing 20 sectors in the Colombo Stock Exchange in Sri Lanka. Findings The research results based on all of 212 publicly listed companies in Sri Lanka show, in support of the agency theory, that CEO duality exerts a negative effect on firm performance when the CEO is equipped with additional informal power. Conversely, CEO duality exhibits a positive effect on firm performance when board involvements are high, a finding that supports the commonalities of the agency and stewardship theoretical perspectives. Practical implications By examining the governance practices and concepts in an Asian developing economy, this study provides insight into the power dynamics between the CEO and the board of directors in managerial contexts that are largely different from those in western countries. Originality/value This study expands the theoretical underpinning of corporate governance research by identifying the performance implications of CEO duality within the broad context of the resource provision of the board of directors and the informal power of CEOs.

Dr Amit Goffer, co-founder at UPnRIDE, serial inventor and entrepreneur

2018 ◽  
Vol 45 (2) ◽  
pp. 175-180
Author(s):  
Joanne Pransky
Keyword(s):  
Chief Executive Officer ◽  
Spinal Cord Injuries ◽  
Industrial Robot ◽  
Chief Executive ◽  
Popular Science ◽  
Israel Institute ◽  
Content Type ◽  
Wheelchair Users ◽  
Medical Technologies ◽  
Serial Entrepreneur

Purpose The following article is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent industry engineer-turned successful innovator and entrepreneur regarding the development of his inventions and the challenges he faced. This paper aims to discuss these issues. Design/methodology/approach The interviewee is Dr Amit Goffer, Chief Technology Officer and President at UPnRIDE Robotics Ltd., a startup that makes a wheeled robotic device for almost anyone who is unable to physically stand or walk. He served as Chief Executive Officer (until 2012) and President and Chief Technical Officer of ReWalk Robotics, a company he founded in 2001 (previously called Argo Medical Technologies Ltd). Prior to Argo/ReWalk, Dr Goffer served as the Founder at Odin Medical Technologies Ltd. (later acquired by Medtronic), President and Chief Executive Officer. As an accomplished inventor and serial entrepreneur of medical devices, Goffer describes how his education in school and in running his companies combined with his life experiences led to his breakthroughs. Findings Dr Amit Goffer completed BSc from Technion-Israel Institute of Technology, MSc from Tel-Aviv University, Israel, and PhD from Drexel University, Philadelphia, USA, all in electrical and computer engineering. After working for Elscint, a medical imaging company, Goffer started Odin Medical to provide real-time magnetic resonance imaging images for brain surgery. After a tragic accident confined him to a wheelchair, Goffer created ReWalk, a robotic exoskeleton that enables people with lower limb disabilities to stand, walk, ascend/descend stairs and more. He recently founded his latest company, UPnRIDE. Originality/value Dr Amit Goffer is highly regarded as a pioneer of the emerging exoskeleton industry. His invention and development of the ReWalk Robotics wearable exoskeleton has enabled so far hundreds of wheelchair users to walk again, and another estimated 500,000 could benefit from it. Despite Goffer not being able to use the ReWalk himself, as he is a quadriplegic, his greatest passion is to improve the disabled’s self-esteem and quality of life. ReWalk was the first commercially available exoskeleton in the USA. It was named “best invention” by Popular Science and Time magazines. ReWalk Robotics went public in 2014. In 2015, the US Veteran’s Administration announced they would provide ReWalks for all eligible veterans with spinal cord injuries. Goffer recently devised UPnRIDE as a new product, allowing millions of wheelchair users worldwide, including himself, full mobility in the standing position in almost any urban environment.

Sign in / Sign up

Export Citation Format

Share Document